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About the course
Leading digital transformation requires both an understanding of technologies driving the change, as well as the ability to lead the organisational transformation. A robust business model that is built on top of the technology is therefore the key to digital transformation and sustained value creation.
The companies can choose to develop new technologies with the customer needs in mind or build a product/ services and a business model with improvements to existing technologies. What approach should one adopt? This programme opens one’s mind to the different possibilities and provides a framework to analyse and come up with a blue print.
This programme has been conceived, designed and developed by IIMB in cooperation with FAU and Fraunhofer Institute of Integrated circuits to address the question of building transformational business models using technological advances.
New Business Realities:New Competencies For sustained business success, it is imperative that the businesses of tomorrow embrace technological challenges. Advances in computing technologies have made big data analytics accessible to every corporation across the globe. Falling data access and storage costs, maturation of IT security and cloud computing, and the ability to organize information using the blockchain has spawned the emergence of a lot of innovative business models. In addition, global corporations are waking up to the promise held by advances in automation and Robotics, Artificial Intelligence, Machine Learning, and Industrial Internet of Things. Smart products have already begun reaching consumer homes, and it is not long before they cease to be sources of competitive advantage for established corporations.
This emerging context requires that their leaders not only understand, but are able to leverage these technologies in their customer value propositions. It is also important that these leaders enable a culture of business transformation in their organizations. Given the evolutionary nature of these technologies, it is imperative that leaders cannot continue to work in their organizational/ industry silos, but be able to innovate and co-create with the help of the entire ecosystem.
- Global Cohort: The programme involves participation from India and Europe.Therefore, participants acquire global perspective on digital transformation and sustained value creation.
- The technology behind Digital Transformation:Participants get an insight into various disruptive technologies at the core of digital transformation.
- Value creation through Innovative Business Models: This module will focus on how to build value around some of the underlying technological building blocks, including co-creation and open innovation methods.
- Intrapreneurship: Case studies on how large and mature organizations have created entirely new lines of business by setting up a new culture of innovation and entrapreneurship.
- Business Plan: Participants would create a business plan to lead digital transformation in their own companies.
- Strategic thinking and leadership: Developing strategic thinking and the ability to lead self and others through complexity and change.
Module1: Technologies aiding digital transformation
This module will focus on providing the business use cases of the various technologies aiding digital transformation, including (a) how technologies like artificial intelligence, machine learning, and Internet of Things are changing the way products are manufactured and distributed across the globe; (b) applications of big data, analytics, and cloud in the context of service differentiation; and (c) new business opportunities emerging out of technologies like the Blockchain and cryptocurrencies. Participants would be exposed to the basics of technologies, followed by field visits and talks by industry leaders on the business applications of today and the foreseeable future.
Module 2:Value creation through innovative business models
Leveraging digital transformation for business value addition requires fundamental shifts in the way businesses add value. This module will introduce participants to the tools and frameworks for innovation, including shared value creation through iterative prototyping, and user & open innovation. With specific focus on innovation, participants would have the opportunity to experiment and co-create a few prototypes.
Module 3: Intrapreneurship and Business Models
Corporate entrepreneurship, or intrapreneurship requires different mind-set and skills than regular entrepreneurial thinking and behaviour. The focus of this module would be to equip the participants with the competencies required to think like an entrepreneur, whilst working within a large and mature organization. As an integral part of the programme learning, participants would be required to prepare a business plan that would leverage their learning about technologies and business models before the end of the programme.
Module 4 : Individual Projects
Each participant would develop a business plan for his division or organisation based on the concepts learnt in the classroom.
Module 5:Strategic thinking and leadership
Thinking strategically is one of the key competencies for managers to lead their organizations and ride the wave of digital transformation. This module seeks to develop participants’ strategic thinking. Delivered with the help of case analyses and field visits, this module will help participants explore and elucidate how technology can build and sustain competitive advantage for their respective firms. Coupled with strategic thinking, it is imperative that participants imbibe leadership competencies. Especially in the context of global supply chain and distributed work teams, it is imperative that managers possess appropriate inter-cultural and leadership competencies. This module will also assess and develop participants’ leadership competencies through psychometric analyses, simulations and games, and opportunity to work with cross-cultural teams.
Who should attend
CEOs, CXOs, COOs, Vice-Presidents, General Managers, Business Heads and Entrepreneurs.
Trust the experts
His areas of research include strategies of multi-sided platform organizations, strategy processes in rapid growth organizations, and competitive, corporate and international strategies. Srinivasan has co-authored a textbook on strategic management and a research-based book on knowledge manageme...
Kathrin M. Möslein
Kathrin M. Möslein (born in 1966) studied computer science and business management at TU Munich, LMU Munich and ETH Zurich. She completed her doctoral degree in 1999 (TUM) and her habilitation in 2004 (TUM) before being appointed Chair of Strategic Management and Organization at HHL Leipzig Gradu...
Prof. Albert Heuberger is executive director of Fraunhofer Institute for Integrated Circuits IIS in Erlangen. He also holds the chair for information technology at the Friedrich-Alexander-Universität Erlangen-Nürnberg. Before, he was head of the IIS department “Communications” with the main focus...